Bayhealth Hospital, Sussex Campus



The Bayhealth Sussex Campus is a 440,000 SF, six-story, 128-bed, full-service replacement hospital located in Sussex County, Delaware. This hospital includes:

  • Emergency department
  • Imaging department
  • 73,000 SF ambulatory care center
  • Attached central services building
  • Radiation and medical oncology departments
  • Seven operating room suites with associated support spaces
  • Intensive care unit
  • Labor and delivery unit
  • Rooftop heliport



This project was delivered with an integrated project delivery approach, where the owner, design team, and Whiting-Turner all signed the same contract, sharing in the project’s risks and rewards. The project also had trade partners (totaling about 70% of the work on the project) who were also part of the risk/reward pool. Trade partners were brought on early and assisted with preconstruction and design to make the project run as efficiently as possible.

Commitment and


We are extremely proud of the success we had as a project team from the day of award to project completion. This IPD project provided the opportunity for us to fully utilize our team’s talents, as well as develop new and improved skill sets. The entire team was co-located from the initial concept stages of the project. They worked together through intense collaboration in developing and building a quality project with a very efficient usage of space, utilizing many lean tools throughout the process. We challenged our team to be accountable and make timely decisions and reliable promises, achieving an average of 85% planned complete on tasks, above our team goal of 70% and the industry standard of 55%.

Many items contributed to the success of the budget. One notable achievement, which also aided in maintaining the schedule while overcoming many weather-related delays, was the innovation of prefabricated bathroom pods in a nearby warehouse. The team worked together to design a bathroom pod that could be prefabricated ahead of the structural frame construction, which resulted in quality, factory-produced components completed before the building was ready to receive them. This saved time and money, while increasing jobsite safety and the quality of the bathroom construction.

The team also utilized the target value design methodology to overcome several challenges in the beginning. Early in the project, we wrestled with scope creep and a hot subcontractor market to achieve a tight initial budget. Through dedication of all team members inclusive of the hospital staff, executives, architect/engineer, subcontractors, vendors and ourselves, we were below our target value.

We collaborated daily and looked for ways to continuously improve our project, as well as develop ideas and lessons learned for our next projects. We also made sure to have fun as a true family, from the first day of riding rollercoasters together, to witnessing a hole-in-one at the hospital’s golf tournament, to laser tag outings, as well as monthly seafood dinners at the seashore.



Lean National Leader
Matt Bleakley
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